Latest news with #executives
Yahoo
2 hours ago
- Automotive
- Yahoo
Tesla (NasdaqGS:TSLA) Expands Into Indian Market With First Showrooms Opening In July
Tesla marked a significant milestone with a 29% increase in its share price over the last quarter, aligning with broader market trends despite facing challenges. The announcement of opening its first showrooms in India represents a substantial step into a key market, potentially boosting investor sentiment. Meanwhile, the resignation of a key executive and the inclusion of a new board member might have created mixed reactions, though these were countered by expanded market opportunities like Tesla's Supercharger accessibility for Kia EV owners. Amidst geopolitical tensions influencing oil prices, Tesla's strategic moves seem to have positively reinforced its quarterly performance. We've discovered 2 warning signs for Tesla that you should be aware of before investing here. Explore 26 top quantum computing companies leading the revolution in next-gen technology and shaping the future with breakthroughs in quantum algorithms, superconducting qubits, and cutting-edge research. The recent developments at Tesla hold promising implications for its strategic vision and broader market appeal. The significant strides into the Indian market, coupled with enhanced Supercharger opportunities, are poised to elevate revenue streams by expanding Tesla's global footprint. Over the last five years, the company's total shareholder return exceeded 403%, underscoring its capacity to capitalize on emerging opportunities and engage investor confidence. In the shorter term, Tesla's shares surpassed the US market return of 10.4% and the US Auto industry's 61.9% over the past year, although its high volatility suggests mixed investor sentiment. Recent executive changes and new board appointments, while initially may have unsettled sentiment, could potentially drive the company's strategic advancements by bringing fresh perspectives to leadership. The anticipated influence of Tesla's ventures like the robotaxi, Cybercab, and Optimus humanoid robots aims to open new revenue channels that may positively affect earnings forecasts, potentially contributing to an expected annual earnings growth of 27.5% over the next three years. The short-term 29% share price increase reflects investor optimism, though the current price of US$275.35 is just 4.9% shy of the analyst consensus price target of US$289.44, indicating a perceived fair valuation based on projected earnings and profit margins. Explore Tesla's analyst forecasts in our growth report. This article by Simply Wall St is general in nature. We provide commentary based on historical data and analyst forecasts only using an unbiased methodology and our articles are not intended to be financial advice. It does not constitute a recommendation to buy or sell any stock, and does not take account of your objectives, or your financial situation. We aim to bring you long-term focused analysis driven by fundamental data. Note that our analysis may not factor in the latest price-sensitive company announcements or qualitative material. Simply Wall St has no position in any stocks mentioned. Companies discussed in this article include NasdaqGS:TSLA. This article was originally published by Simply Wall St. Have feedback on this article? Concerned about the content? with us directly. Alternatively, email editorial-team@ Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Yahoo
9 hours ago
- Business
- Yahoo
Who are the companies hoarding bitcoin?
Companies around the world are on a bitcoin buying spree, as executives — often in industries that have nothing to do with cryptocurrency — Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Fast Company
10 hours ago
- Business
- Fast Company
AI is posing immediate threats to your business. Here's how to protect yourself
Last month, an AI startup went viral for sending emails to customers explaining away a malfunction of its AI-powered customer service bot, claiming it was the result of a new policy rather than a mistake. The only problem was that the emails—which appeared to be from a human sales rep—were actually sent by the AI bot itself. And the 'new policy' was what we call a hallucination: a fabricated detail the AI invented to defend its position. Less than a month later, another company came under fire after using an unexpectedly obvious (and glitchy) AI tool to interview a job candidate. AI headaches It's not shocking that companies are facing AI-induced headaches. McKinsey recently found that while nearly all companies report investing in AI, fewer than 1% consider themselves mature in deployment. This gap between early adoption and sound deployment can lead to a PR nightmare for executives, along with product delays, hits to your companies' brand identity, and a drop in consumer trust. And with 50% of employers expected to utilize some form of agentic AI —far more advanced systems capable of autonomous decision-making—the business risks of clumsy AI deployment are not just real. They are rising. As AI technology continues to rapidly evolve, executives need a trusted, independent way of comparing system reliability. As someone who develops AI assessments, my advice is simple: Don't wait for regulation to tell you what AI tools work best. Industry-led AI reliability standards offer a practical solution for limiting risk—and smart leaders will start using them now. Industry Standards Technology industry standards are agreed-upon measurements of important product qualities that developers can volunteer to follow. Complex technologies—from aviation to the internet to financial systems—rely on these industry-developed guidelines to measure performance, manage risk, and support responsible growth. Technology industry standards are developed by the industry itself or in collaboration with researchers, experts, and civil society—not policymakers. As a result, they don't rely on regulation or bill text, but reflect the need of industry developers to measure and align on key metrics. For instance, ISO 26262, which was developed by the International Organization for Standardization, sets requirements to ensure the electric systems of vehicles are manufactured to function safely. They're one reason we can trust that complex technology we use every day, like the cars we buy or the planes we fly on, are not defective. AI is no exception. Like in other industries, those at the forefront of AI development are already using open measures of quality, performance, and safety to guide their products, and CEOs can leverage them in their own decision-making. Of course, there is a learning curve. For developers and technical teams, words like reliability and safety have very different meanings than they do in boardrooms. But becoming fluent in the language of AI standards will give you a major advantage. I've seen this firsthand. Since 2018, my organization has worked with developers and academics to build independent AI benchmarks, and I know that industry buy-in is crucial to success. As those closest to creating new products and monitoring trends, developers and researchers have an intimate knowledge of what's at stake and what's possible for the tools they work on. And all of that knowledge and experience is baked into the standards they develop—not just at MLCommons but across the industry. Own it now If you're a CEO looking to leverage that kind of collaborative insight, you can begin by incorporating trusted industry benchmarks into the procurement process from the outset. That could look like bringing an independent assessment of AI risk into your boardroom conversations, or asking vendors to demonstrate compliance with performance and reliability standards that you trust. You can also make AI reliability a part of your formal governance reporting, to ensure regular risk assessments are baked into your company's process for procuring and deploying new systems. In short: engage with existing industry standards, use them to pressure test vendor claims about safety and effectiveness, and set clear data-informed thresholds for what acceptable performance looks like at your company. Whatever you do, don't wait for regulation to force a conversation about what acceptable performance standards should look like—own it now as a part of your leadership mandate. Real damage Not only do industry standards provide a clear, empirical way of measuring risk, they can help navigate the high-stakes drama of the current AI debate. These days, discussions of AI in the workforce tend to focus on abstract risks, like the potential for mass job displacement or the elimination of entire industries. And conversations about the risks of AI can quickly turn political—particularly as the current administration makes it clear they see 'AI safety' as another word for censorship. As a result, many CEOs have understandably steered clear of the firestorm, treating AI risk and safety like a political hot potato instead of a common-sense business priority deeply tied to financial and reputational success. But avoiding the topic entirely is a risk in itself. Reliability issues—from biased outputs to poor or misaligned performance—can create very real financial, legal, and reputational damage. Those are real, operational risks, not philosophical ones. Now is the time to understand and use AI reliability standards—and shield your company from becoming the next case study in premature deployment.
Coin Geek
11 hours ago
- Business
- Coin Geek
60% of Fortune 500 firms pursue blockchain initiatives: report
Getting your Trinity Audio player ready... A Coinbase (NASDAQ: COIN) report has highlighted the trend of Fortune 500 companies turning their attention to blockchain to address specific pain points in their internal operations. According to the State of Crypto report, six out of 10 Fortune 500 companies are exploring the viability of blockchain-based solutions, with surveyed executives including the emerging tech in their short and medium-term objectives. One out of every five executives says blockchain is a part of the long-term plan of their company's operations, rising by an impressive 47% over the last year. While Fortune 500 companies show a large appetite for blockchain, small and medium-sized businesses also embrace the technology. 80% of surveyed respondents revealed that blockchain would assist in internal operations, particularly managing invoices and accounts receivable, leaning on smart contract automation and transparency features. Out of the respondents without active blockchain initiatives, 46% have unveiled plans to explore the technology within three years. The renewed interest is particularly impressive in the face of rising artificial intelligence (AI) adoption and the frantic race among corporations to integrate AI models into their operations. Fortune 500 companies and SMBs are eyeing the real-world use cases from blockchain integrations. Behemoths are particularly keen on the tokenization capabilities of blockchain, with financial sector players leading the charge in this regard. Both cohorts are turning to blockchain for its decentralized fundraising utility and use cases in real-time and cross-border payment functionality. Several factors are in play behind the growing institutional interest in blockchain. While government agencies have hinted at increased industry cooperation, large firms and small business operators have their eyes peeled on incoming U.S. legislation for digital assets. 'It's clear greater regulatory certainty is still required for the potential of crypto to be fully realized,' read the report. 'That's why passing market structure and stablecoin legislation is so critical to the future of crypto innovation in America.' Blockchain-based companies are on the rise Despite the surge in AI-focused companies, blockchain-based firms are recording impressive growth metrics in several jurisdictions. One report notes that blockchain-focused firms in cybersecurity have gained a 200% ROI, outperforming the returns earned by AI-based companies. In Southeast Asia, Hong Kong is spearheading the growth spurt of blockchain-based companies with its Cyberport initiative. Since its launch, 150 Web3 firms have set up shop in Cyberport, lured by the prospects of tax breaks, regulatory support, and a raft of government-backed incentives. Pakistan's digital asset minister wraps up US tour after a raft of policy meetings Pakistan is inching closer to its goal of becoming a regional digital asset powerhouse with its latest play involving cross-border collaboration for technological advancements. According to an X post, Pakistan's Minister of State Crypto & Blockchain, Bilal Bin Saqib, has met with U.S. regulators to gather ideas. During his cross-country tour, Saqib had sit-downs with leading proponents of digital assets in the U.S., including Senator Cynthia Lumis and New York City Mayor Eric Adams. 'From Capitol Hill to the White House, I shared a new face of Pakistan: one driven by youth, innovation and global partnerships,' said Saqib. The month-long tour saw Saqib advance Pakistani digital asset interests in the U.S., borrowing a page from the country's emerging regulatory playbook. In his meetings with key U.S. figures, Saqib revealed plans by the Pakistani government to set up its own Strategic Bitcoin Reserve, mirroring the executive order signed by President Donald Trump. In his meeting with the NYC Mayor, Saqib mooted the idea of a bilateral relationship between Pakistan and the Big Apple. Notably, the Pakistani Minister of State for digital assets revealed that the Asian country is willing to partner with New York in regulation and innovation. NYC and Pakistan have previously launched Crypto Councils, with Saqib pushing for policy advisory initiatives between entities. Apart from Senator Lummis and Mayor Adams, Saqib met with Senators Tim Sheehy, Jim Justice, Rick Scott, and Bill Hagerty in a series of meetings in Washington, D.C. Saqib took the time to reel out the progress made by Pakistan in its digital asset ambitions. Firstly, the Minister revealed key steps toward launching a robust digital asset regulatory framework in the country and plans to embrace stablecoins for remittances. Pakistan soldiers on toward full digitization To achieve its ambitions for digitization, Pakistan has launched a new regulatory body to oversee the digital assets sector. Dubbed the Pakistan Digital Asset Authority (PDAA), the newly minted watchdog will oversee the licensing of digital asset service providers and stablecoin issuers. The country is taking a leap with Bitcoin mining, using surplus energy to mine the digital currency. Furthermore, the digital transformation spree sees regulators expand digital wallet coverage for aid distribution, with national birth and death records turning to blockchain for accuracy and transparency. Watch | The Strategic Shift 2025 Highlights: Transforming industries with SaaS & blockchain title="YouTube video player" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" referrerpolicy="strict-origin-when-cross-origin" allowfullscreen="">
Forbes
a day ago
- Business
- Forbes
Business Leadership Development In An Uncertain Economy
Identify key risks to the business. Business leaders know the future is uncertain. The sharpest ones sketch out contingency plans for the things that could go wrong at the company. They could be external changes, such as recession, technological change, different social attitudes, new regulations, or upstart competitors. Some of the risks are internal: a critical machine goes down, the sales manager quits, or a supplier cannot deliver. The good business leader also knows that luck happens. Some external change could help the company, and the internal operations could click like they never have before. With inherent uncertainty, the business leader sketches out contingency plans for both downside risks and upside opportunities. The leader probably thinks about contingencies in the shower, in the car and listening to a boring report. But it's not enough for the top executive to think through possibilities, unless it's a one-person organization. The other people at the company, who will implement the various contingency plans, need to participate in the exercise. The best way to start is to ask the key managers. Ask them what the risks and opportunities will be. When the boss brings up a subject, like the possibility of recession, subordinates will simply nod their hods. But if the leader asks each manager to come to the meeting with a list of risks and opportunities, they need to stop and think for themselves. The team can sort through the various issues and prioritize them. The next step is to sketch out a contingency plan for each uncertainty. 'Sketch' is the key concept. Detailed plans such as would go into a three-ring binder will likely be out of date by the time the issue comes to pass. And many risks never occur, so too much time spent planning will be wasteful. However, sketching out contingency plans for risks and opportunities provides two key advantages for the business. First, plans developed in advance will be implemented more quickly. That can make all the difference in the world. Executives at companies that go bankrupt are rarely surprised. They usually see their problems developing, but delay taking action. Developing a contingency plan ahead of time really helps. The second benefit to contingency plans comes from the relaxed atmosphere in which they are created. Recessions, for example, trigger great fear and panic. Decisions usually are not best when made in a highly emotional state of mind. But when people can kick around an idea in a relaxed atmosphere, they can prioritize the business's long-term goals and corporate values. The managers who will be charged with implementing the contingency plans must own them. First, they should not be surprised. The top leader should not pull out a secret plan and direct the subordinate to implement it. Second, the managers have to believe in the plan. After involving them in contingency plan development, they may not concur with every element, but they will have seen how the plan was developed and the reasons for the tradeoffs chosen. The managers responsible for portions of the continency plan will be able to communicate with rank and file employees the basis for the plan: why it was developed and what values it tries to maintain. That will help employees better execute the plan. Similarly, when the company's suppliers and customers are impacted by the contingency plan, their company contacts will be able to communicate the reasons for the plan. When the day comes to implement a contingency plan, the one sheet of paper must be dusted off and reviewed. Some important aspects of the business may have changed, and the person who will implement the plan needs the opportunity to tell the CEO in what way the plan is obsolete. Usually just a quick adjustment is needed, but occasionally a major revision will be called for. Like any business plan, it will not work out exactly as envisioned. The department manager who must execute the plan will—hopefully—see the change that is needed. Importantly, that manager will understand the goals of the plan, including maintaining the company's vision and values. Modifying a plan goes more smoothly when the foundations of the plan are well understood. After the contingency plan has been executed, it's time to celebrate—and evaluate what was learned. That provides a natural basis for developing the next set of contingency plans.
